I mean look back to 1999, and the websites were completely different.
As what they are right now.
>> Right.
>> So we want to believe that it's going to go a certain way, but
let's also be ready for the ride as to where the patients take us.
>> Right, yeah. >> And
I think you bring up a great point right now.
I'm generating heart rate data and step counts and
you don't have the capacity to share it with my doctor.
Let alone, would I expect my doctor to be able to interpret that and give me
useful feedback about how I'm exercising or sleeping or any number of things.
But I think patients are going to start to expect that and
healthcare systems should embrace that.
It's an opportunity, if we don't, then you know consumer like
companies will spring up and take advantage of that.
Matthew, you are involved with IT governance and really helping to align how
information technology commits a health care missions and ambitions.
How does that play into what's double stand?
>> In a big way because what we're seeing.
First we've seen the health IT industry within the provider environment.
From a governance perspective really evolve.
So if you go back 20, 30 years ago, IT drove any IT project.
And with the advent of electronic health records,
that's when we saw that begin to be a problem.
Because we had IT people trying to automate and
implement solutions for providers, for physicians, for nurses.
>> That would work fine for the phones and the networks and the PCs, but not for
the electronic health records.
>> Exactly.
And not for the clinical transformation that was required, and so what we saw was,
we saw the introduction of the role of the Chief Medical Information Officer.
So a physician was usually embedded within IT, who can provide that linkage.
And provide that insight and feed information
from that pool of users to IT to better implement it.
And, so we've seen that IT grew up and
really become more aligned with the business.
But what we're seeing now is that even the business itself, and
the roles on the business side, are changing.
So first of all, we have roles today that we didn't have just a couple of years ago.
We have a chief patient experience officer, who we are aligned with.
Works closely with.
We have an executive vice president for population health management.
And this is an area, she's mentioned earlier,
that as we start to become not just providers but payers.
And as we start to assume risk for
our patients it's in our vested interest to make sure
that we're taking better care, and optimal care of those patients at the best cost.
And that means leveraging technology where we can, to make that happen.
So whether it be through monitoring or through a glucometers or
through the use of virtual care and telemedicine for visits.